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Leading in a Changing
World – M005
Changing nature of
Leadership
Unit: 6
• Reflect critically on and apply conceptual and practical approaches
to leadership in a range of different organisational settings
• Apply to their analysis an understanding of the key tensions within
leadership and how it relates to other business themes such as
globalisation, strategy, innovation and organisational change
• Explore the ethical relationships between leaders and followers
Module Learning Outcomes
• Change Management presentations
• Counts 10% towards your end of term
assignment marks
• Review week 9 for the case study and
requirements
Week 10 presentations
Our working definitions:
Management is (Mullins, 2010:434):
• Getting work done through the efforts of other people
Leadership is (Yukl, 2010:26):
• The process of influencing others to understand and agree about
what needs to be done and how to do it
• And the process of facilitating individual and collective efforts to
accomplish shared objectives
Defining Management and Leadership
Our Core Textbook:
Management & Organisational Behaviour 2013
Interesting books on leadership:
There is a plethora of leadership books so
choose a writing style you will enjoy reading.
Good examples include:
Good to Great, Jim Collins
The Servant Leader, Ken Blanchard & Phil Hodges
Leadership & the One Minute Manager, Blanchard,
Zigarmi & Drea
The One thing you need to know, Marcus Buckingham
29 Leadership Secrets from Jack Welch, Robert Slater
Useful Leadership Research
https://www.bcgperspectives.com/talent_and_leadership
http://www.mckinsey.com/insights/leading_in_the_21st_century/interviews
_with_leaders?cid=other-eml-alt-mip-mck-oth-1311
http://blogs.hbr.org/2010/04/the-new-21st-century-leaders-1/
Type https://twitter.com/search?q=leadership into your web browser to
find out what’s trending re leadership on Twitter
Confounded Interest – http://confoundedinterest.wordpress.com.
Not a leadership blog but an example of an interestingly written &
informative blog
LinkedIn Today – http://www.linkedin.com/today/ – LinkedIn Today
uses your linked in profile to gather articles relevant to your field
& follow topics of interest
Useful Leadership Research
Leadership vs. Management
Management Leadership
Managers do things right Leaders do the right thing
Managing is an authority relationship Leading is an influence relationship
Managing creates stability Leading creates change
Adapted from Kent (2005)
Note to Self:
The Advanced Institute of Leadership research (2005) argues that
leaders have two key roles in organisations”
To Motivate employees & Design organisational contexts for
employees to function effectively
Mullins argues leadership relationships are dynamic and reciprocal
with the effect of influencing Individual & Organisational
performance
Leadership Perspectives
Inspirational Leadership
Transformational Leadership
Situational Leadership
Leadership Styles and Impact
Leadership Behaviour
Functional (Skills) theory-need technical, people & conceptual skills to become a great leader
Traits Theory – characteristics to pursue to become a great leader
Great Man theory – leaders are born Who: Inherited/person centred
Learned / groupcentric
What: Style / influence
Why: impact centred
Context / variables
Performance / motivation
Charisma / influence centric
Individual Differences Framework (IDF)
Source:
Nahavandi (2006)
Leadership Traits and Qualities: are
leaders born or made?
Note to Self: Limitations:
Subjective
Little agreement on a specific list of traits
Context and environment not considered as possible influencing factors
According to Adair (2003: 04)
leadership has five distinctive
features not found in the concept of
management.
A leader must:
1. Give direction
2. Provide inspiration
3. Build teams
4. Set an example
5. Be accepted
Action Centred Leadership: Adair’s Model
And is focused on:
• The leader – qualities of
personality and character
• The situation – partly
constant, partly varying
• The team – the followers:
their needs and values
• The overlapping needs of
the Task, Team and
Individual
Source: Adair (2003)
Source:
Adair (1979)
Action Centred Leadership: Adair’s Model
Note to Self:
Adair’s approach argues a close
relationships between management
and leadership:
-Achieving the task = Management
-Satisfying individual needs =
Leadership
-Building the team = Leadership
Key Question:
Does this distinction help us
understand distinguish the skills and
behaviours of the leader/manager?
Task
Needs
Individual Needs
Team Maintenance
Needs
Leader
Action Centred Leadership: Adair’s Model
Task Needs Individual Needs
Team Maintenance
Needs
• Achieving the
objectives of the group
• Defining group tasks
• Planning the work
• Allocation of resources
• Organisation of duties
and responsibilities
• Controlling quality and
checking performance
• Reviewing progress
• Meeting the needs of
the individual members
of the group
• Attending to personal
problems
• Giving praise and
status
• Reconciling conflicts
between group needs
and needs of the
individual
• Training the individual
• Maintaining morale and
building team spirit
• Cohesiveness of the
group as a working unit
• Setting standards and
maintaining discipline
• Systems of
communication within
the group
• Training the group
• Appoint sub-leaders
Source:
Mullins (2010)
Links with Theoretical Frameworks
Task Needs Individual
Needs
Team
Maintenance
Needs
Links with concepts
of MANAGEMENT
• Fayol
• Drucker: setting
objectives,
organizes,
motivates,
communicates,
measures,
develops people
Links with concepts
of MOTIVATION
• Maslow
• Herzberg
• Buckingham
Links with concepts
of TEAM
DYNAMICS
• Tuckman
• Belbin
• Drucker
• Buckingham
Source: Mullins (2010)
Fayol’s
14 principles of Management
Division of work / Authority / Discipline / Unity of Command
+ direction / Subordination of individuals / Pay /
Centralisation / Scalar chain (line of authority / Order /
Equity / Job security / Empowerment / Esprit de corps
1. How do people become leaders?
– Social class or the drive to succeed in business
2. How do leaders lead?
– Acting, Thinking and Feeling
3. How do leaders learn how to lead?
– Learn by doing
– Mentors who are older and more experienced.
– Career development through
– Job specific training from their employer
Relevance of Adair’s Model
Source: Berry and Cartwright (2000) "Leadership: a critical construction", Leadership & Organization Development Journal, Vol. 21 Iss: 7, pp.342 - 349
Action centred
leadership
Feeling Thinking
Action
Leadership style is the way in which the functions of leadership are
carried out, the way in which the leader typically behaves towards
members of the group
Classifications of leadership style include:
• Authoritarian (or autocratic) style
• Democratic style
• Laissez-faire (genuine) style
Leadership Styles
Situational leadership is based on the ‘readiness’ of the
followers that the leader needs to influence.
Hersey and Blanchard (1997) argue the appropriate leadership style is based
on the combination of two behaviours & the needs of the task must be
identified before the appropriate leadership style can be adopted:
• Task behaviour is the extent to which the leader provides appropriate
directions for the actions of followers, sets goals for them and defines their
roles and how to undertake them.
• Relationship behaviour is the extent to which the leader engages in two-
way communication with followers, listens to them and provides support
and encouragement.
Situational Leadership
Readiness =
ability + willingness to accomplish a task
Source:
Mullins (2010: 389)
This model focuses our attention
on the requirement for leaders
to invest time and energy into:
Developing the ability,
confidence and commitment of
individuals
Developing their readiness and
willingness to accomplish tasks
and achieve objectives
Using their leadership behaviour
to deliver this development of
their teams
Source:
Mullins (2010: 390)
Situational Leadership
The four combinations of competence (ability, knowledge skills &
commitment (confidence & motivation) = Developmental levels of
followers:
• (D1) enthusiastic beginner, low on competence and high on
commitment;
• (D2) disillusioned learner with increasing competence and low
commitment;
• (D3) capable but cautious contributor, with moderate to high
competence and variable commitment; and
• (D4) self-reliant achiever who is high on both competence and
commitment.
Source:
Brighide et al (2011: 1060)
Situational Leadership: Team Members
• According to Hersey and Blanchard
(2005) the leadership style adopted is
reflected in a leader’s pattern of
behaviour in influencing others.
• The definition of the leadership style
adopted is based on perception – and
the perception of that behaviour may
differ from leader to follower
• Analysing differences in perceptions is
very important and can be graphically
represented in the ‘Johari Window’
Source:
Do Rego Furtado et al (2011: 1048)
Situational Leadership: Perception
Using ‘Johari Window’ to develop self-insight in order to:
- Reduce the ‘Hidden’ area through self-disclosure
- Reduce the ‘Blind’ area through feedback from others
Source:
Mullins (2010: 359)
Using Feedback to Confirm Perceptions
Situational Leadership: Questions?
Having considered Hersey & Blanchard’s Situational Leadership
Model, what does this model require a leader to do?
• How do we invest time & energy to develop an individual’s ability,
confidence, commitment?
• Will cultural norms impact leadership styles?
• How can leaders develop these skills?
• Is Readiness a characteristic or a state?
• Can readiness be influenced?
• What Organisational Development practices could leaders use?
Kouzes & Posner’s 5 Practices of
Exemplary Leadership
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
In trying to operationalise this model of leadership, Thompson (2012) identifies a
range of assumptions or challenges to applying this model within an industry in
change:
Inspiring a Shared – a team culture that acknowledges the role of delegation
Challenge the Process – up to date knowledge of industry trends & best practices
Enabling Others to Act – open relationship to address development needs
Modelling the Way – ability & motivation to role model, mentor team members
Encourage the Heart – procedures and culture that promotes personal
development and celebrates success
Kouzes and Posner – Criticism
Source:
Yukl (2010)
Transformational Leadership
4 Components
1. Idealised Influence
2. Inspirational Motivation
3. Intellectual Stimulation
4. Individualised Consideration
Guidelines for Leaders
1. Articulate a clear and appealing
vision
2. Explain how the vision can be
attained
3. Act confident and optimistic
4. Express confidence in followers
5. Use dramatic, symbolic actions
to emphasise key values
6. Lead by example
Source:
Yukl (2010)
Three Factors of Effective Leadership
Effective Leadership Orientations
• Task
• Relations
• Change
Note to self:
To what extent can a
leader’s behaviour be
categorised with one
specific dimension?
How would you view
the impact of a
coaching
conversation with a
direct report?
3 dimensions
removing barriers
identifying development
needs
approaching situations
in new ways
Discretionary effort, or discretionary behaviour will be inspired by:
- Good HR practices delivered positively by skilled and able line
managers
- And in a culture driven by an enabling vision and overarching value
structure
And will result in people willing and able to perform their job roles better
Source:
CIPD (2010: 26)
Discretionary Effort – Links to
Leadership
Discretionary effort, or discretionary behaviour will be inspired when
leaders:
• Are skilled in communication
• Can build relationships based on trust
• Enable and support staff to carry out their role
• Allow staff flexibility in over how they perform their role
Source:
CIPD (2010: 27)
Discretionary Effort – Leadership Style
Leadership vs. Management
– A Summary?
Source: Kotter (1990),
quoted by Huczynski & Buchanan (2001)
Leadership perspectives
Leadership Leaders Born or
Bred (Traits)
Learning from History
(Leadership Styles)
The Leader Manager (Drucker)
Driven by Team Ability
(Situational Leadership)
Defined by National
Characteristics (Hofstede)
Prioritise the Need to Lead
Change (Kotter)
Chanda Kochhar - Managing Director and
Chief Executive Officer of ICICI Bank Limited
Forbes 2010
- 10th Most Powerful Woman in Business
• India's second-largest bank and the largest in the private sector.
• 60,000 employees
• Present in 18 countries outside of India
• International operations account for about 25%of assets
• “anything that happens in the global economy has the potential to affect our
Indian clients”
Source:
McKinsey & Company (2012)
A Leader’s Focus: Chanda Kochhar
Her Approach to Leadership
1. Keep an eye on global future trends and a clear view of day-to-day
operations ‘the essence of the CEO’s job’
2. Be accountable for the decision about where the organisation needs to go
3. Absorb all the views of all stakeholders – its more than just listening
4. Make sure the rest of the team understands your vision and the reasoning
behind it, the benefits – so they are with you for the execution
5. Use communication to not just share your vision but also how the individual
can contribute to the performance of the organisation
6. Learn constantly from people who interact with your customers
7. Develop your future leaders and allow their careers to evolve
8. Leaders have to be able to work together to execute our plans
Source:
McKinsey & Company (2012)
A Leader’s Focus: Chanda Kochhar
Source:
McKinsey & Company (2012)
Indra Nooyi - PepsiCo Chairman and CEO
Her 5 Cs Model of Leadership:
1. Competency – Be the go to person for something & a lifelong student
2. Courage and Confidence – Based on your knowledge
3. Communication Skills – Written and Oral skills to mobilise your troops
4. Consistency – So your teams know which way you are going
5. Compass – Integrity is critical
A Leader’s Own Model: Indra Nooyi
Source:
PepsiCo (2011)
Adair, J. (2003), Concise Adair On Leadership, Thorogood Publishing Ltd
Berry, A.J. and Cartwright,S. (2000) "Leadership: a critical construction", Leadership &
Organization Development Journal, Vol. 21 Iss: 7, pp.342 - 349
Kouzes, J. & Posner, B. Z., (2008) The Leadership Challenge, 4th Edition, Jossey-Bass
CIPD (2010) Sustainable organisation performance What really makes the dIfference?
Interim Report January 2010, London: CIPD
Thompson, J. (2012) 'Transformational leadership can improve workforce competencies',
Nursing Management - UK, 18, 10, pp. 21-24.
List of References
In our next Knowledgecast, we will:
• Apply to their analysis an understanding of the key tensions within
leadership and how it relates to other business themes such as
globalisation, strategy, innovation and organisational change
• Critically reflect upon personal experiences and aspirations around
leadership enabling them to develop originality in their own
leadership capabilities
• Explore the ethical relationships between leaders and followers
What are we going to cover next?
• Reflect critically on and apply conceptual and practical approaches to
leadership in a range of different organisational settings
– Leadership framework and Leadership effectiveness
• Apply to their analysis an understanding of the key tensions within
leadership and how it relates to other business themes such as
globalisation, strategy, innovation and organisational change
– Leadership skills and competencies
• Explore the ethical relationships between leaders and followers
– Employee readiness (ability + willingness)
Knowledgecast Summary
Based on your reading of the article Hamel, G. (2011),
'FIRST, LET'S FIRE ALL THE MANAGERS. (cover
story)', Harvard Business Review, 89, 12, pp. 48-60’,
prepare your answers to the following questions:
• How does this organisation define leadership? Who
are the leaders in this organisation?
• What are the important features of the culture of the
organisation that help this organisation be
successful?
• Can we apply this organisation's way of working to
other organisations? If not, why not?
Seminar: Leadership and Teams
Management hierarchy – what’s the issue?
Multilayered management structure – what’s the issue?
How different is Morning Star?
What makes it different?
First let’s fire all the managers
Make the mission the boss
Let employees forge agreements
Empower everyone – truly
Don’t force people into boxes
Encourage competition for impact not
promotion
Freedom to succeed.
Clear targets, transparent data
Calculation & consultation
Conflict resolution & due process
Peer review & challenge the process
Elected compensation committees
Read “To Self Manage” & review your
personal statement aspirations
Advantages: more initiative, expertise,
flexibility, collegiality, better judgement,
loyalty.
Disadvantages: tougher adjustment,
longer induction, accountability
challenges, growth issues
Overarching
issue: check
your need to
control others!
Who makes the decision?
Consequences of bad decision making
16/1/2003 Space Shuttle Columbia launched into space
The leader had concluded the foam strike was inconsequential &
decided for the whole MMT that it was inconsequential.
Outcome: 1/2/2003 Columbia exploded on re-entry killing all on board.
The MMT had been advised of the risk but didn’t come close to
making the right decision about what to do.
Large piece of foam from the fuel tank hits the left wing
Cameras tracking the assent didn’t capture images of the damage
21/1/2003 Images of the orbiting space shuttle were requested to
assess the re-entry risk but no approval was received
Debris Assessment Team (DAT) simulated the re-entry and advised a
Mission Management Team member (MMT) of the risks of re-entry.
The team member, Don McCormack did not pass the risks to the MMT
The MMT eventually briefly discussed the risk (after a jammed camera
and other non critical issues)
MMT leader concluded: “I really don’t think there is much we can do
so its not really a factor during the flight …”
Group Activity: Fast Feedback
What’s your blog
“Hearing the 3rd person perspective is so
completely different from writing in the 1st
person. When it’s in your head you think the
work sounds great but when it’s read out loud
and you take the 3rd person perspective it sounds
very different – it really got me thinking about
what I was saying”
Write 1 of your blog
responses drawing
on theories, models
and research
Listen to the words
read aloud, hearing
the words for the first
time. Take notes.
Give feedback,
referring to self
by name. Self:1st position
Other: 2nd position
Observer: 3rd position
Theme 1: Leadership & Ethics
Part 1: Ethical leadership, is defined as "the demonstration
of normatively appropriate conduct through personal actions and
interpersonal relationships, and the promotion of such conduct to followers through
two-way communication, reinforcement and decision-making"… [and]
Part 2: the evidence suggests that ethical leader behavior can have important positive
effects on both individual and organizational effectiveness (Rubin et al 2010: 216-17).
Group Activity:
End of Module Assignment - Blog 1
Part 1: What are the different sides of this debate ie the 2 principle areas of
ethics? (see Unit 1 for a brief summary) and what model of leadership have you
chosen to help to define the complex concept of ethical leadership?
Part 2: What organisational examples of good and bad ethical behaviour from
your chosen industry illustrate this debate?
What are your conclusions from this debate for your understanding of the role of a
manager or leader in your chosen industry?
Group Activity:
End of Module Assignment – Blog 2
Part 1: “Research has consistently shown that diverse
teams produce better results, provided they are well led.”
Part 2: “The ability to bring together people from different
backgrounds, disciplines, cultures, and generations and leverage all they have to
offer, therefore, is a must-have for leaders” (Ibarra & Hansen 2011: 71).
Part 1: Draw on research, theories and team building models to help you
explore the advantages and the challenges diverse teams bring to
organisations
Part 2: Is the ability to manage a diverse team the most important skill for
your chosen industry? You must present your argument here and justify
your response by making reference to leaders and organisations in your
chosen industry. You have already explored your chosen industry in ECS
so you can draw on your research from ECS to help you here.
How might a manager use the knowledge of diversity to produce
better results?
What are your conclusions from this debate?
Active Listening requires you to
listen at 3 levels
Group Activity: Active Listening
Thinking – listening to the words
Feeling – listening to the emotions
Willing – listening for the real meaning
Summarising
• Shows you have been listening
• Allows you to clarify what you heard
Asking Questions
• Develops rapport
• Gathers more information
Remove Any Mental Distractions
• Focus your thoughts on the other person
Use Body Language
• Develops rapport
• Be relaxed and open
Individual: Feedback Exercise
Group Activity: Giving Feedback
Specific
Describe the situation
Use an example
Behavio
ur
Describe what they did
Use their exact words or actions
Imp
act
Describe the effect
Be honest
Fu
ture
Suggest alternative behaviour
Use an example
In pairs share the following information:
1. Give 2 examples of what your colleague has done well during this class.
– What exactly did they do?
– What was the impact?
– How could they do more of this in the future?
2. Give 1 example of what your colleague could improve that you noticed in
this class.
– What exactly did they do?
– What was the impact?
– How could they improve in the future?
